Program evaluation without a client: the case of the disappearing intended users

Evaluators know they are supposed to identify and engage with stakeholders. What happens when the client has a very narrow concept of the meaning of evaluation? What happens when the primary stakeholders, including the client, disappear just as the evaluation gets started? First, it is important to acknowledge the challenge, then develop a strategy to negotiate the scope of the evaluation and to broaden the community of stakeholders. Divergent pathways are explored to facilitate use of the evaluation findings in such settings.

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Chronique d'une évaluation ratée

The evaluation presented in this article combines a number of the problems outlined in a textbook example: confusion between "control" and "evaluation," insufficient resources, overly ambitious goals, and tension between stakeholders, a situation that led to disregard for all the principles enumerated in the French evaluation society charter: pluralism, distance, competency, respect for individuals, transparency, responsibility, and opportunity.

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Successful evaluation management: engaging mind and spirit

The key to a successful or unsuccessful evaluation is often the quality of the relationship between evaluators and their clients. This article examines the social rather than technical aspects of evaluation and how this can affect the outcome. The author discusses the critical interactions and responsibilities of the evaluation manager and the evaluation practitioner when an evaluation is contracted out. Practice guidance is offered in how to manage an evaluation contract to a successful conclusion.

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L'influence de l'évaluation sur les suites des projets d'expérimentation: l'exemple des projets d'informatisation au Québec

The dissemination and sustainability of many health-care IT projects in Quebec have hardly been influenced by their evaluation, even when the evaluation was participative, pluralist, comprehensive, formative, and user-focussed. This article aims to improve our understanding of why that has been the case and to suggest courses of action and reflection. Human and organizational factors and other factors related to the evaluation itself are considered.

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Evaluation, valuation, negotiation: some reflections towards a culture of evaluation

Although the evaluation of public policies is a subject of growing interest in Latin America, there are problems with the design and implementation of evaluations, as well as with the limited use of their results. In many cases, the evaluations have more to do with generating descriptions and less with assessing these activities and using those assessments to improve planning and decision making.

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Managing Evaluation: Responding to Common Problems with a 10-Step Process

There is now a clear choice of frameworks for managing program evaluation—the managing of one or more studies or the managing of an evaluation capacity building structure and process. This is a distinction with a difference, and this article conceptualizes that difference and shows how the two frameworks understand three problems common to program evaluation: (a) lack of systematic integration within a larger program improvement process, (b) difficulty in finding an appropriate evaluator, and (c) lack of appropriate conceptualization prior to the inception of the evaluation study.

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